Culture as Catalyst: Navigating Circular Manufacturing in Multinational Enterprises

Sustainability is now a strategic imperative for manufacturing firms that want to be competitive while addressing environmental and social responsibilities. Among the key enablers, the idea of the circular economy (CE) is promising. Yet, the transition to circular manufacturing (CM)—the practical application of CE principles—has not been well explored from a systemic, culture-sensitive perspective. In particular, the role of organisational culture as a positive or negative influence on CM implementation is often overlooked despite its influence on the pace, effectiveness, and how well best practices are adapted to different cultural situations. This study investigates how cultural factors shape the adoption and execution of CM initiatives, especially within multinational firms where local contexts differ. The research presents a single-case study on two European plants operating in different cultural settings in the same company. Semi-structured interviews and plant-level comparative analysis reveal how cultural dimensions shape both the effectiveness of CM strategy implementation and its adaptation to local operations. The findings highlight culture as a crucial factor in sustainable manufacturing. While grounded in a specific industry, the insights are broadly transferable, helping scholars and practitioners to align CM practices in cultural and organisational contexts.